This article examines two issues: f i s t how Japanese companies recruit, train and utilise engineers in their UK transplants; secondly, how technology transfer between British and Japanese engineers is affected by career structures. It draws on questionnaire responses from 88 companies and interviews at a small number of sites.Establishing overseas operations and achieving effective technology transfer is a complex process in which engineers are critical agents. For effective technology transfer to their UK transplants, Japanese companies will need Japanese engineers as expatriates who can introduce new processes and products. But if companies are to globalise their activities they will need to employ British engineers who can liaise effectively with the Japanese engineers on company sites in Japan. To gauge the extent to which these processes are occurring, we need to establish 0 Kevin McCormick is Lecturer in Sociology in the School of Social Sciences, at the University of Sussex; David Cairncross is at the Wilton Park Conference Centre, Steyning, West Sussex; Yumiko Hanstock is Research Officer on the Engineering Careers and Technology Transfer project at the University of Sussex; Brian McCormick is Professor of Industrial Relations in the School of Management at the University of Sheffield and Alan Turner is Professor of Mechanical Engineering and Director of the ThermoFluids Research Centre at the University of Sussex.the extent to which Japanese transplant companies are seeking to recruit professionallevel engineers and the ways in which engineering work is organised between British and Japanese engineers.The issues tackled in this paper had their origins in the Initiative on Engineering Careers launched by the SERC-ESRC Joint Committee [l]. The main aims of our study were:1. 2.to examine the two-way technology transfer between British and Japanese engineers and the effects of career structures on technology transfer; and, to examine how Japanese-owned companies in Britain recruit, train and utilise engineering manpower for manufacturing, design and R&D functions. Debates on technology transferSome writers have expressed severe doubts about the likelihood of any alleged benefits

I was reared in one of the rural districts of Scotland, near the mouth of the Tay. Here education was small in quantity and inferior in quality ; little of it came my way, and what did come was very elementary indeed, English grammar and the art of composition being entirely excluded. Quietly, it was the opinion of many of the elder pupils that the teacher should have been at school a little longer himself. These facts will in some measure prepare my reader to excuse the style of my simple treatise; also, I may say what of it I possess was formed in the hurried moments of an engi-B

What is the secret of Japan's success? What can we learn by studying it, or it all too intimately associated with the peculiarities of Japanese culture to be worth our while trying? And does it depend on the physical sciences, or is it a matter of management buzzwords like Just in Time and Total Quality Management? To answer these questions we need to consider where Japan started on its way to becoming the word's second largest national economy, producing nearly one-fifth of the world's output and accounting for 17% of total OECD (Organisation for Economic Cooperation and Development) manufactured exports.